Our news

A 2 day workshop for Greenpeace Spain

This week IMA Consultants Dani Guijarro and Iñigo Retolaza have facilitated a 2 day workshop for Greenpeace Spain and Greenpeace International staff involved in strategic planning, M&E and communication, it aimed to explore how to implement IMA´s Theory of Change approach and tool in the GP planning and M&E System.

Using current programmes as pilot case studies, Dani and Iñigo have trained staff from different departments on analytical and methodological tools, skills and meta-skills to facilitate processes of Planning, Monitoring and Evaluation that ensure an (un)learning perspective, using our ToC approach.

Writeshop on Deep-Sea Law in Practice Training (DEEP FLIP)

• WHY: To develop further a training workshop content to ensure improved legal management of fisheries and the environment in areas beyond national jurisdiction
• WHO: Chris Grose (IMA) with FAO Rome (legal and fisheries) and Strathclyde University staff
• WHAT: Writeshop on Deep Sea Fisheries Law in Practice
• HOW: Writeshop facilitated by IMA over a two day period producing a written document and plan of action
• WHERE: FAO Headquarters, Rome, Italy
• WHEN: 21 - 22 June, 2018

A Results Based Management and Training of Trainers workshop in Lesotho

• WHAT: Lesotho Data for Sustainable Development Project
• WHERE: Lesotho
• WHEN: October 2017

Strategic Planning Process at Dinamia

In Madrid, our trainers Dani and Inigo have been working with Dinamia, a social consultancy specialising in economic, social and educational projects, both in Spain and Latin America. Dinamia has been working collectively since 2004 and is made up of professionals from the social and solidarity economy, who propose working with new management models and strategic consulting for public and private institutions and the Third Sector.  

Using a Theory U approach, combined with different strategic planning tools as Theory of Change, Dani and Inigo facilitated Dinamia’s Strategic Planning Process considering perceptions and expectations of different actors inside and outside Dinamia, an exploration of assumptions, mindsets and belief systems relationships, governing values and intentions, the desired change, the conditions for the change, and Dinamia’s contribution to changes for the future’

We received a great deal of feedback from those who participated in this process, including the below:

"First I would like to tell you that it has been long time ago since I learned so much from 2 consultants; from their methodologies, from their holistic understanding of organisational work. This is the first time I find professionals who are not afraid to dive deep into the social life of an organisation, who do not escape from the cultural dimension, power relations...

The other key lesson is for me has been how to build the consultant role. Being a Consultant implies finding a delicate balance between empathy and distance, presence and detachment. I think you have achieved this outstandingly. I congratulate you for this. It is not easy at all".

EAFM Training of Trainers

Great sharing on our last day of Ecosystem Approach to Fisheries Management (EAFM) Training of Trainers, near Tarcoles, on Pacific coast of Costa Rica. The 6 participating Latin America and Caribbean country teams presented solid strategies for supporting the development/revision of pilot site fisheries management plans. Coaching provided by REBYC II-LAC project coordinator, senior lecturer from University of West Indies, Chris Grose and Silvia Capezzuoli.

Learn more about EAFM here...
http://www.eafmlearn.org/

Researchers develop Strategy

We were pleased to recently host members of the Ministry of Agriculture, Mozambique, in the UK for a 10 days tailor made workshop on Monitoring and Evaluation for Results.  The participants were part of the Agricultural Productivity Program for Southern Africa (APPSA) which seeks to improve technology generation and dissemination within and among participating countries in southern Africa by building capacity within national R&D systems and enhancing regional collaboration.  Using the current organisational documents of APPSA, we covered the fundamentals of M&E and then went into depth about tools and techniques related to M&E including Theory of Change, Participatory Data gathering and Knowledge Sharing.

ToC and MandE with ACRA

The Italian NGO ACRA works in different countries, directly implementing projects and working through partners.

Recently, staff at HQ articulated the need to harmonise their understanding of M&E concepts and tools. Leigh and Silvia facilitated a workshop for ACRA in Milan, allowing project and support staff to develop their own understanding of what M&E means to ACRA.

We worked on theories of change for a couple of projects and critically, spent time looking at how to develop and strengthen the relationship between projects and the wider, organizational learning environment, ensuring engagement and accountability.   

Developing Strategic Plan

We were very pleased asked by AVERT to support their thinking process as they develop their next 5 year Strategic Plan.  As a starting point we explored the team’s thinking around AVERT’s work and reason for being- working globally on HIV and AIDS prevention.  Using Theory of Change we discussed the importance of personal and organisational assumptions, highlighting how much we need to be aware of these as they frame our view of reality and social change.  The AVERT team developed their theory of change over a number of weeks and IMA provided continuous support.

The next step was facilitation of the team’s analysis of AVERT as a learning organization using a number of organizational assessment frameworks. They mapped their knowledge flows and identified types of knowledge sharing that AVERT wants to access and provide, both internally and externally, to support and improve the work it is doing.

The workshops have allowed staff to voice their personal perspectives of how the organisation operates, bringing in institutional memory as well as fresh ideas, while all the time fostering ownership of the joint process.  Both workshops were very well-received by the small team, and provided a much needed safe space in which to explore organisational rationale, roles and functions; and contextualise institutional memory and new directions.

Supporting WWF Russia staff

Giulio and Daniel have recently been to Murmansk (Russia) where they facilitated a Participatory Monitoring and Evaluation design system for the Barents, Baltic Nature and People Programme. The workshop supported the WWF Russia Murmansk staff in designing a Participatory M&E system integrated with qualitative data collection and analysis.  Participants had a practical experience around the value of timelines and Stories of Change for M&E purposes integrating a qualitative approach to the usual Key Performance Indicators (KPI's).

Essential EAFM in Mexico

Supporting fisheries management in Mexico. Working with The Nature Conservancy, Mexican government agencies CONAPESCA and INAPESCA, and fisheries consultant Derek Staples, Silvia is running the Essential EAFM course in Mexico City this week. The main participants are INAPESCA and CONAPESCA fisheries agencies from both Pacific and Atlantic programmes, plus SEMARNAT (environment agency) and FAO.

This is the 1^st of a longer-term series of nine modules (online and face-to-face) planned over a 3-year for building capacity for the two main government agencies. The popular Essential EAFM course has been translated in Spanish and is running for the first time in the central and Latin America region. Spanish materials and an online version, in both English and Spanish, will be available soon at www.eafmlearn.org

Reflection and Learning Workshop

• WHY: To reflect and learn on the 5-year experience of implementing the IAPP Project with a qualitative retrospective approach, specifically focusing on capacity development elements to generate recommendations to help for similar future project design
• WHO: The Integrated Agricultural Productivity Project (IAPP) & Food and Agriculture Organisation (FAO) Technical Assistance (TA) component
• WHAT: We designed & facilitated a 'Reflection and Learning Workshop’ to review the 5-year IAPP project which was a collaboration between the Government of Bangladesh, GAFSP, The World Bank & FAO
• HOW: Using exercises, activities, and discussions that encouraged reflection, organisational learning and uncovered tacit knowledge
• WHERE: Dhaka/Coxs Bazaar, Bangladesh
• WHEN: September 2016

Using Action Learning Sets

• WHY: Support as part of their learning and development
• WHO: International HIV/AIDS Alliance
• WHAT: Action Learning Sets and coaching for managers.
• HOW: We facilitated regular Action Learning Sets for groups, facilitated a series of Managers’ Forums, Key topics were discussed and recommendations put forward, ALS were conducted face to face, Coaching workshops
• WHERE: Brighton, UK
• WHEN: September 2014 – December 2015

An evaluation of women’s rights

• WHY: To identify key transformations in women´s lives and measure shifts in power towards women
• WHO: Women participating in ActionAid women’s rights programmes
• WHAT: An evaluation of ActionAid’s work on women’s rights and development of a methodology
• HOW: A 3 day workshop the worked with up to seven leaders from the community groups to identify key transformations in women´s lives and to analyse power dynamics behind these changes
• WHERE: UK, Cambodia and Rwanda
• WHEN: February – June 2016

A 5-day workshop on management

• WHY: To harmonise the knowledge among middle managers and senior programme and project staff around key concepts for effective management.
• WHO: MSDSP Aga Khan Foundation
• WHAT: Facilitating a 5 day workshop on management in general with a focus on Project cycle, KM, M&E and Leadership
• HOW: Exercises & discussion
• WHERE: Dushanbe, Tajikistan
• WHEN: February 2016

Fostering KM and KS processes

• WHY: BRAC’s focus on KM is to maximise collective experience and secure KM resources for BRAC to have greater impact and influence at scale. To raise KM awareness, foster momentum and share practical KM skills.
• WHO: Building Resources Across Communities (BRAC) Bangladesh
• WHAT: Fostering Knowledge Management (KM) and knowledge sharing processes in BRAC and also to help develop a KM strategy and roadmap for the organisation.
• HOW: Facilitated learning on KM concepts and key practices, focus groups, the co-creation of a draft KM roadmap and strategy
• WHERE: Dhaka, Bangladesh
• WHEN: February - June 2016

Theory of Change and RBM lab

• WHY: For the harmonisation of the staff around the concept of Theory of Change and Results Based Management. CTA was in the process of finalising their main result framework to be presented to the EU for further funding.
• WHO: CTA – Technical Centre for Agriculture and Rural Cooperation ACP – EU
• WHAT: Theory of Change and RBM lab, Design and facilitation of a 2 days’ workshop at CTA’s Headquarters. The contract is also part of an extended support in distance.
• HOW: A log frame repair workshop and the classic Theory of Change workshop and Power Analysis.
• WHERE: Wageningen, The Netherlands
• WHEN: July 2016 – September 2016

Supporting the next 5 years SIDA application process by WWF

• WHY: We were contacted to support a Theory of Change process for WWF Sweden in the designing of their rationale
• WHO: WWF Sweden ToC - SIDA
• WHAT: Supporting the next 5 years SIDA application process by WWF for the Role of Civil Society in Nature Conservation. 3 workshops organised plus webinars and distance support.
• HOW: The 1st workshop had a basic ToC agenda with some critical question around the role of Civil Society in Nature Conservation. The 2nd workshop was a multi-stakeholder workshop with coordinators coming from over 10 Countries to start building together
• WHERE: Stockholm, Sweden
• WHEN: October 2016 - April 2017

'Work as One’ retreat for ASPAC-WIPO

• WHY: The aim of this project is to increase the capacity and pace for technology scouting, absorption, adaptation and innovation in developing and least developing countries. Also, to foster a collaboration strategy and increased teamwork.
• WHO: WIPO- World Intellectual Property Organisation
• WHAT: ‘Work as One’ retreat for ASPAC-WIPO
• HOW: Explore the case for Enabling IP Environment Project, Understand each others’ roles + contributions, Apply RBM, Develop a shared results framework, Agree individual actions that contribute to shared project
• WHERE: Geneva/ Crozet, Switzerland/ France
• WHEN: May 2016

Organisational Assessment

• WHY: In order to evaluate the organisation performance and effectiveness of their programs and Initiatives. This is part of a broader activity to design the next Strategic Plan 2015 – 2020
• WHO: WRAPA – Women’s Rights Advancement and Protection Alternatives
• WHAT: Organisational Assessment
• HOW: a Theory of Change approach dive for the purpose of uncovering the organisational culture and unpacking the values.
• WHERE: Abuja, Nigeria
• WHEN: December 2014 – March 2015

Participatory MEL

• WHY: As part of IDS’s support to SDC’s Participation and Equity (PyE) municipal governance and development programme in Cuba
• WHO: Cuban NGO leaders
• WHAT: The Institute of Development Studies (IDS) and IMA International recently collaborated to deliver a training course in Participatory Monitoring and Evaluation.
• HOW: IMA invited guest speakers and facilitators, including associate Iñigo Retolaza, Dr Alejandra Boni and Dr Sergio Belda from the faculty of the Polytechnic University of Valencia.
• WHERE: Valencia, Spain
• WHEN: February – March 2016

Ongoing fisheries management

• WHY: The ecosystem approach offers a practical and effective means to manage fisheries more holistically
• WHO: Bay of Bengal Large Marine Ecosystem Project
• WHAT: Multi stakeholder ecosystem management and learning
• HOW: Workshops, website and training
• WHERE: UK, Thailand & online
• WHEN: 2011 - 2017

Training of trainers in Kenya

Evidence from around the world shows that a broader understanding of Social Protection, encompassing universal elements, rather than a poverty focus, ultimately contributes not only to enhancing economic and social well being, but also contributes directly to more cohesive societies. The mindset shift is to move from a benefit approach to one of entitlements as citizens.

Last week Silvia Capezzuoli lead on facilitating a week-long WFP-funded training initiative for enhancing social protection in Kenya, with content developed and presented by Development Pathways. This training of trainers (TOT) was the starting point of a WFP-supported Learning and Development programme supporting the Social Protection Secretariat (SPS) core national team to advocate for broader social protection in Kenya.

We created an environment where SPS staff felt comfortable with and debated new content. Most importantly, we ensured participants practised delivering actual mini-sessions to familiarise themselves with all materials and skills needed to facilitate the 2-day social protection course themselves as they move forward.  

Natural resources management

A new website is launched for people working in fisheries and natural resources management which takes an Ecosystem Approach to Fisheries Management (EAFM).  This approach balances the environmental, human and social well-being within governance frameworks. The website includes free materials and a toolkit developed by the EAFM consortium, which IMA is a member of. The materials serve two  purposes; a participatory training package for fisheries mid-level government and NGO managers, and also a toolkit for advocacy and policy- level influencing. As part of the EAFM consortium IMA took part in piloting the policy toolkit for leaders, executives and decision makers in Bangkok in June (see photo).  In recent years IMA has contributed to the mainstreaming of EAFM in fishery management and the good news is we can now see impact; the Philippine Government has formally institutionalised EAFM as a planning vehicle for its fishery management. It is also being undertaken with explicit links to integrated coastal management planning, bridging the divide that often emerges between fishery management and broader-scale coastal planning.